Shadowing Practice: Cambridge 12 Test 2 Section 4 Listening - Learn English Speaking with Video
Les maken...
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Section 4.
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You will hear part of a lecture about conflict at work, given by a business studies lecturer.
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First, you have some time to look at questions 31 to 40.
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Thank you.
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Now listen carefully and answer questions 31 to 40.
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Over the years, attitudes towards workers have changed considerably.
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After all, there was a time when workers had no rights at all and laboured in appalling conditions.
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Conditions have improved a lot, but conflict in the workplace is still common,
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and human resources managers nowadays need to be able to deal with it when necessary.
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What is conflict in the workplace?
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Definitions vary, but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable.
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from minor, harmless arguments to, at the opposite extreme, physical violence.
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Much of this is covered by the term bullying,
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by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
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Although all behaviour like this is a form of conflict, not all conflict can be described in these terms.
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As with all human behaviour, there are numerous reasons for it,
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but often it's caused by someone who feels the need to show their superiority over someone else,
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in order to feel that they aren't at the lowest level in a hierarchy or a group of people.
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In some cases, one person simply dislikes the other,
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on the basis that the personality of one is in some way incompatible with that of the other person.
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A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic.
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Not that that justifies treating them badly, of course.
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Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.
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These conflicts are called structural and could come about, for example,
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when a sales team believe they are the only people in the business who do any useful work
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and look down on behind-the-scenes administrators.
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Conflict obviously affects the individuals concerned.
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The situation is likely to be very stressful for victims,
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resulting in their absence from work, possibly for months.
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For the company, if no effort is made to deal with conflict,
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it can spiral out of control and even lead to the breakdown of the business.
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Some interesting work with chief executives,
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CEOs, has uncovered some of the reasons why they may treat colleagues badly.
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Many CEOs combine two opposing characteristics.
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Confidence, that is, the belief that they're capable of great achievements, with a high level of anxiety,
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a fear of missing targets, whether set by themselves or by the directors of the company.
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This combination can make them respond badly to anyone who questions their decisions.
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In a high-pressure work environment,
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such characteristics become problematic, and it's particularly difficult to tackle the situation where colleagues,
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managers and board members are all trying to achieve their own visions.
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When they can't agree on strategic issues and on where they see the business going, there are real problems.
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For managers at lower levels within the organisation, it might seem that an autocratic form of management,
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where the chief executive gives orders and everyone else has to obey, would see more conflict than others.
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Interestingly, though, a company with a more democratic business model can suffer more
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when uncertainty about who to report to leads to conflicting demands.
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Now I'll say a little about dealing with the type of conflict that has harmful effects.
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Of course, the ideal is to prevent it arising in the first place.
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A good manager at any level will make efforts to earn the respect of the people they work with,
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particularly those who report to them.
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That will involve politeness in all communications and treating them as equals who happen to have a different role within the organisation.
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Sometimes, of course, conflict does occur and can get out of hand.
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In such cases, the Human Resources Department often gets involved.
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However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,
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then an external mediator might be able to help.
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By talking to both sides and trying to find the truth of what's been happening,
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they can build a clear picture of the situation and give feedback that both sides will accept,
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precisely because they're independent.
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That is the end of section four.
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You now have half a minute to check your answers.
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That is the end of the listening test.
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In the IELTS test, you would now have 10 minutes to transfer your answers to the answer sheet.
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Woordenschat en spreektips bij deze les
Deze spreekles op niveau C1 is gebaseerd op de video “Cambridge 12 Test 2 Section 4 Listening”. Deze woorden komen het vaakst terug: conflict, manager, answer, colleague, behaviour. Deze video bevat 61 zinnen en 774 woorden om na te spreken. Het gesproken deel duurt 8:34. De spreker praat langzaam, ongeveer 90 woorden per minuut, zodat je tijd hebt om elke klank na te doen. 84% van de woorden hoort bij de 3.000 meest gebruikte Engelse woorden; de rest kun je beter vooraf bekijken.
Belangrijke woorden in deze video
De 15 moeilijkste woorden uit de video, met uitspraak en betekenis:
| Woord | Uitspraak | Betekenis |
|---|---|---|
| colleague zelfstandig naamwoord | /ˈkɒliːɡ/ | collega, medewerker |
| arise werkwoord | /əˈɹaɪz/ | ontstaan |
| characteristic zelfstandig naamwoord | /ˌkæɹ(ə)ktəˈɹɪstɪk/ | trekje, karakteristiek |
| workplace zelfstandig naamwoord | /ˈwɝkˌpleɪs/ | werkplek, arbeidsplaats |
| appalling bijvoeglijk naamwoord | /əˈpɔːlɪŋ/ | ontzettend |
| incompatible bijvoeglijk naamwoord | /ˌɪŋkəmˈpætɪbəl/ | onverenigbaar |
| intolerant bijvoeglijk naamwoord | /ɪnˈtɑləɹənt/ | intolerant |
| mediator zelfstandig naamwoord | /ˈmidieɪtɚ/ | bemiddelaar, tussenpersoon |
| mouthpiece zelfstandig naamwoord | /ˈmaʊθˌpiːs/ | microfoon |
| politeness zelfstandig naamwoord | /pəˈlaɪtnəs/ | beleefdheid, hoffelijkheid |
| superiority zelfstandig naamwoord | /sʊˌpɪə(ɹ).iˈɒ.ɹɪ.ti/ | meerderwaardigheid, superioriteit |
| aggressively bijwoord | agressief | |
| optimism zelfstandig naamwoord | /ˈɑptɪmɪzəm/ | optimisme |
| lecturer zelfstandig naamwoord | /ˈlɛkt͡ʃəɹə/ | lector |
| hierarchy zelfstandig naamwoord | /ˈhaɪ.ə.ɹɑː(ɹ).ki/ | hiërarchie |
Phrasal verbs die je zult horen
| Woord | Betekenis |
|---|---|
| look down on werkwoord | neerkijken op |
Grammatica in deze video
De structuren die de spreker het meest gebruikt, met de exacte woorden uit de video:
| Structuur | In de video |
|---|---|
| Lijdende vorm be + voltooid deelwoord — het gaat om wat er gebeurt, niet om wie het doet | is covered · can be described · are called |
| Present perfect have/has + voltooid deelwoord — iets uit het verleden dat nu nog telt | have changed · have improved · has uncovered |
| Betrekkelijke bijzinnen who / which + zin — extra informatie over een persoon of ding | someone who feels · anyone who questions · those who report |
Uitspraak om op te letten
De spreker gebruikt 6 samentrekkingen en verkorte vormen, zoals they're, aren't, can't. Spreek ze kort uit, zoals je ze hoort.
- Lange woorden — let op de klemtoon: characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, abusively /əˈbju.sɪv.li/, incompatible /ˌɪŋkəmˈpætɪbəl/, intolerant /ɪnˈtɑləɹənt/, pessimistic /ˌpɛ.səˈmɪs.tɪk/
Klanken die Nederlandstaligen lastig vinden:
- Stemhebbende eindmedeklinker — /b/, /d/, /g/, /z/, /v/ niet verscherpen: colleague /ˈkɒliːɡ/, arise /əˈɹaɪz/, oppose /əˈpoʊz/, behave /bɪˈheɪv/
- /æ/ — opener dan de Nederlandse “e”: characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, incompatible /ˌɪŋkəmˈpætɪbəl/, unacceptable /ˌʌn.ækˈsɛp.tə.bl̩/, problematic /ˌpɹɑ.bləˈmæt.ɪk/
- /w/ — met ronde lippen: workplace /ˈwɝkˌpleɪs/, weaker /ˈwikɚ/
Zo oefen je met deze video
- Luister de hele video één keer zonder te spreken en noteer de woorden die je niet kent.
- Spreek zin voor zin na op normale snelheid en herhaal elke zin tot je ritme gelijk is aan dat van de spreker.
- Neem jezelf op en vergelijk met het origineel; let daarbij op woorden als colleague, arise, characteristic.
Wat is de Shadowing-techniek?
Shadowing is een wetenschappelijk onderbouwde taalleermethode die oorspronkelijk is ontwikkeld voor professionele tolkentraining en gepopulariseerd door polyglot Dr. Alexander Arguelles. De methode is eenvoudig maar krachtig: je luistert naar native Engelse audio en herhaalt het onmiddellijk hardop — als een schaduw die de spreker volgt met slechts 1–2 seconden vertraging. In tegenstelling tot passief luisteren of grammaticadrills, dwingt shadowing je hersenen en mondspieren om echte spraakpatronen tegelijkertijd te verwerken en te reproduceren. Onderzoek toont aan dat het de uitspraaknauwkeurigheid, intonatie, ritme, verbonden spraak, luisterbegrip en spreekvaardigheid aanzienlijk verbetert — waardoor het een van de meest effectieve methoden is voor IELTS Speaking-voorbereiding en echte Engelse communicatie.